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The Effects of Executive Leadership ...

Carpenter, Rosalie A.

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The Effects of Executive Leadership on Higher Education Strategic Planning.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	The Effects of Executive Leadership on Higher Education Strategic Planning./
作者:	Carpenter, Rosalie A.
出版者:	Ann Arbor : ProQuest Dissertations & Theses, : 2019,
面頁冊數:	182 p.
附註:	Source: Dissertation Abstracts International, Volume: 80-08(E), Section: A.
Contained By:	Dissertation Abstracts International80-08A(E).
標題:	Higher education administration. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=13856820
ISBN:	9781392048894

The Effects of Executive Leadership on Higher Education Strategic Planning.
Carpenter, Rosalie A.

The Effects of Executive Leadership on Higher Education Strategic Planning. - Ann Arbor : ProQuest Dissertations & Theses, 2019 - 182 p.

Source: Dissertation Abstracts International, Volume: 80-08(E), Section: A.

Thesis (Ed.D.)--University of South Alabama, 2019.

College presidents and leadership teams have repeatedly engaged in strategic planning processes over the past several decades, with the intention of creating frameworks that would ensure sustainability and create competitive advantages for their institutions in the marketplace. However, even with decades of these initiatives underway, pressure is mounting on higher education, due to rising costs and transparent reporting of the relationship of these costs to student success and post-graduation outcomes (Billups, 2015; Blumenstyk, 2015). As institutions work to address rapidly changing demographics, student needs, and technology, they are faced with reductions in public funding and dwindling endowments. Additionally, for many small, private universities, strategic planning processes are used as a tool to respond to financial crises (Carey, 2014). Many small, private colleges are highly dependent on tuition revenues, have been historically operating on low margins, and have few financial reserves available (Carey, 2014). Therefore, higher education leaders should better understand how to implement effective strategic planning processes across their institutions to combat the critical issues they face (Blumenstyk, 2015; Scott, 2013).

ISBN: 9781392048894Subjects--Topical Terms:

2122863
Higher education administration.

The Effects of Executive Leadership on Higher Education Strategic Planning.
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500 $a Source: Dissertation Abstracts International, Volume: 80-08(E), Section: A.
500 $a Adviser: Ronald A. Styron, Jr.
502 $a Thesis (Ed.D.)--University of South Alabama, 2019.
520 $a College presidents and leadership teams have repeatedly engaged in strategic planning processes over the past several decades, with the intention of creating frameworks that would ensure sustainability and create competitive advantages for their institutions in the marketplace. However, even with decades of these initiatives underway, pressure is mounting on higher education, due to rising costs and transparent reporting of the relationship of these costs to student success and post-graduation outcomes (Billups, 2015; Blumenstyk, 2015). As institutions work to address rapidly changing demographics, student needs, and technology, they are faced with reductions in public funding and dwindling endowments. Additionally, for many small, private universities, strategic planning processes are used as a tool to respond to financial crises (Carey, 2014). Many small, private colleges are highly dependent on tuition revenues, have been historically operating on low margins, and have few financial reserves available (Carey, 2014). Therefore, higher education leaders should better understand how to implement effective strategic planning processes across their institutions to combat the critical issues they face (Blumenstyk, 2015; Scott, 2013).
520 $a This mixed methods study used the leadership framework created by Bolman and Deal (2013) to create a leadership profile for three leaders of strategic planning efforts at small, private institutions. Data collection methods included conducting semi-structured interviews with the leaders and two employees at each institution, as well as administering the Leadership Orientations Instrument (Bolman & Deal, 1990) to the leaders, as well as a number of individuals who worked closely with the leaders, during the planning process.
520 $a Data analysis showed each of the three leaders had a different primary frame, with some commonality in their secondary frame. Leaders with higher congruence with their colleagues were perceived to be more effective as leaders, and the leader with the lowest congruence was scored highest in the political frame. Study findings led to the creation of a leadership profile for each of the three leaders. The profile further revealed key actions the leaders took and barriers they faced when leading strategic planning processes. Additionally, statistically significant differences were found between the perceptions of the leader of their leadership style, as compared to the perceptions of their colleagues.
520 $a The findings led to the development of an implementation plan that infused design thinking with Kotter's (1996) eight steps of successful large-scale change and Bolman and Deal's (2013) leadership framing theory. The implementation plan was written for use by a president of a small, private institution prior to beginning the strategic planning process and is in alignment with the dissertation in practice model.
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